Industrialised, Integrated, Intelligent sustainable Construction - I3con

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SUSTAINABLE CONSTRUCTION HANDBOOK 2 Implementation and Feedback Within this function, the best alternative selected in the previous function will be implemented. This necessitates developing implementation plans that enable the integration of innovation and sustainability towards achieving competitive advantage in construction. The implementation plans may require that employees involved in the integration process be trained and equipped with all technologies and techniques required to guarantee the successful implementation of the selected alternative. Comments and feedback from the implementation team will enable taking corrective actions if plans were not implemented as planned. Furthermore, this will help in improving the performance of the construction industry in future improvement project, (see Figure 16). Figure 16. Implementation and Feedback Limitations of the Competitive Advantage Framework Although the framework is theoretical and looks generic, it establishes the steps and set the rules that construction organizations have to follow in order to utilize the capabilities of innovation and technological advancement towards delivering sustainable built environment. In addition, the effective application of the CAF depends to a large extent on the willingness and encouragement of the senior management in construction organizations to adopt the framework to increase their competitiveness. On the other hand, if the senior management does not have the desire and tended not to use the framework, then its adoption will be limited. Since the adoption and application of the framework is a long-term strategy and due the tight time schedule in construction projects, this framework might not be welcomed by some sectors of the industry. In order to overcome these limitations and increase the opportunities of adopting the framework, the benefits of the framework should be presented and explained to senior management of construction organizations in order to convince them with the role, which the framework could play in sustaining their competitiveness. Due to the limited timeframe and resources, it was not possible to apply and evaluate the framework, hence the CAF needs to tested and validated in a real business environment. 38
HANDBOOK 2 SUSTAINABLE CONSTRUCTION Results � In spite of the positive role that the construction industry plays towards social and economic development, it has a negative impact to the environment in terms of consuming non-renewable resources and energy, generating waste and pollution as well as land dereliction. � The universal call for sustainability has increased the competition between construction professionals and organisations working in the construction sector towards delivering products that save the environment, enhance society and prosper the economy. � Case studies and examples of innovative and competitive companies in construction and other industries are essential for educating construction professionals and showing them successful stories and the practicality and possibility of integrating innovation and sustainability to achieve competitive advantage in construction. � Maintaining competitive advantage in an ever expanding industry, like construction, and making it sustainable through continuous improvement, research, development and market research is a cornerstone for remaining in market and competing for the future. � The developed framework is generic, theoretical and time consuming. Hence, its benefits have to be presented to senior management in construction companies in order to provide resources and allow the time needed to test, validate and then adopt the developed framework. Conclusions In spite of the vital contribution that the construction industry makes towards social and economic development as well as achieves national and international development programmes, it has a negative impact on the environment. The scarcity of non-renewable resources, energy consumption, pollution and waste necessitated that construction professionals strive to produce projects that save the environment, enhance society and prosper the economy. This increased the competition between organisations working in the construction sector and forced them in the direction of finding innovative ideas, new technologies and creative approaches that generate sustainable solutions. Achieving competitive advantage is a key factor for any company wishing to successfully remain in market and compete for the future. The research work presented in this chapter adds value to the original body of knowledge through establishing the link between innovation, sustainability and competitive advantage and developing a theoretical yet innovative framework that puts the integration between innovation and sustainability in a practical way to achieve competitive advantage in construction. References Anink, D., Boodtra, C. and Mark, J. (1996). Handbook of Sustainable Development. London: James and James Blayse, A.M. and Manley, K. (2004). Key influences on construction innovation. Construction Innovation, Vol. 4 No. 3, pp. 143-54 Bossink, B.A.G. (2004). Managing drivers of innovation in construction network. Journal of Construction Engineering and Management, Vol. 130 No. 3, pp. 337-45 Boyko, C.T., Cooper, R., Davey, C.L. and Wootton, A.B. (2006). Addressing sustainability early in the urban design process. International Journal of Management of Environmental Quality, 17(6), 689–706 Budiawan, D. (2003). Determinants of Process Innovation on Construction Projects from the contractors’ Perspective. Unpublished PhD. Thesis, Queensland University of Technology, Brisbane Digital Strategy. (2009). Glossary of Key Terms. Available from: http://www.digitalstrategy.govt.nz/Resources/Glossary-of-Key-Terms/ (Accessed 12 September 2009) EDMS (2007), “Framework”, Engineering Data Management Service, available at: http://cedar.web.cern.ch/CEDAR/glossary.html#Framework (accessed 14 September 2009) Egan, J. (1998) Rethinking Construction. Report of the Construction Task Force on the Scope for Improving the Quality and Efficiency of UK Construction, Department of Environment, Transport and the Regions, London Field, B. and Ofori, G. (1988). Construction and economic development – a case Study. Third World Planning Review, 10(1), 41–50 39
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